7 Top Tips For Managing Technology Changes in a Team Relocation

7 Top Tips For Managing Technology Changes in a Team Relocation

CCM recently helped one of our clients with a team relocation. The client wanted to move their accounts payable team and their workflow processes from India to a near-shore Eastern Europe office. This complex move was broken down into integrated workstreams and required a number of project disciplines to be adhered to. CCM’s Andy Clarke looks back at the project and offers some tips for project managers and CIOs to consider when planning similar change.

1. De-Risking deployment

Firstly separate out the people relocation from the technology. Although it adds some duplication to the project it avoids the service risks of trying to bring new technology into the client operated by new and relatively inexperienced teams.

2. Keep project costs low in early planning

The key to the project’s design is building a team with the right subject matter knowledge. Get a true understanding of your business processes early, much of the start-up analysis can be done safely outside of a project framework and can feed into the project when vendor engagement and business case processes have kicked off.

3. Governance is key

The new team will be nervous of accepting a solution that does not meet requirements. Effective governance should recognise and address this position without derailing the project.

4. Flexibility

The project should be flexible enough to handle a level of change. The new team will need time to see and review functionality of the preferred solution and feedback comments and changes. This should be a recognised process within the project structure.

5. Post go-live change

As with many software projects there’s always something more that can be done. It is important that stakeholders agree on a roadmap view to address defects and enhancements that aren’t required for the first go-live but are required for longer-term operation.

6. Realistic project planning

Time should be invested in early planning to determine how much time is required to convert requirements into a specification that the vendor can build against. If business planning expectations are set without input from the project it can create a view that the project is slipping based on an unrealistic delivery schedule.

7. Maintain vendor leverage

As with all projects involving 3rd parties, it’s important to maintain commercial leverage with the vendor. Package fixed price work, set payment milestones and rely on relationship and contractual leverage where appropriate.

Team relocation – find out more

If you would like to know more about how to run a team relocation or similar change project or would like general advice or support for your projects please get in touch with us.

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